It can be an all too-common occurrence for Facilities Managers that their good work goes unnoticed whilst they're the first in the line of fire when something goes wrong. Sound familiar? Why Facilities Managers Should Stop Getting the Blame is the latest resource from PHS that asks "How can perceptions be changed to support FM?" And, most importantly, "What can be done to ensure that Facilities Managers stop getting the blame?" Covering everything from measurement to how FM supports key business-wide objectives, this Slideshare presentation is an essential resource for any Facility Manager who's feeling the pressure…

1. Stop Getting
The Blame
Why FMs should…

2. “Facilities management is the integration of processes
within an organisation to maintain and develop the
agreed services which support and improve the
effectiveness of its primary activities.”
The British Institute for Facilities Management (BIFM)

3. It’s an all too-common occurrence for Facilities Managers
that their good work goes unnoticed whilst they’re the
first in the line
of fire when something goes wrong.

4. Strong concerns are often raised by FMs regarding
perception of their role;
the time spent on operational activities, management’s
failure to adopt the discipline’s value, a poor alignment
with other departments and the need for strategic
leadership.

5. User perceptions are now a critical element
of achieving strategic FM.

6. They ensure that organisational learning and growth can
be implemented and integrated into core objectives by
effectively being able to react to change. They also
perform a fundamental dimension to contemporary FM
performance measurement systems.
User perceptions are now a critical element
of achieving strategic FM.

7. So, how can perceptions be changed
to support FM? And, what can be done to ensure that
Facilities Managers…
Stop Getting
The Blame

8. Research confirms what the FM industry has
always known: a key difference between the
service and manufacturing sectors is ‘intangibility’.
Services are not easy to measure; performance
measurement techniques and theories need to be
more sophisticated. (Fitzgerald et al (1991))

9. But it’s not all doom
and gloom…

10. Traditional or financial measures are now increasingly
considered “past their sell by date”- and there is a
growing acceptance to account for a range of
measures, in addition to cost to achieve this.
(Kincaid, 1994)

11. And there are more measurements than just ROI
for proving FM’s value…

12. And there are more measurements than just ROI
for proving FM’s value…
Staff health, safety and happiness;

13. And there are more measurements than just ROI
for proving FM’s value…
Staff health, safety and happiness;Improved
productivity;

14. And there are more measurements than just ROI
for proving FM’s value…
Staff health, safety and happiness;Improved
productivity;
Supporting business objectives.

15. Does your company suffer from low bouts
of sick building syndrome?
Once again most organisations are the first to pin the
blame on the FM when levels rise, but what about
those who manage to keep
it consistently low?

16. Studies have shown that by taking steps to improve
indoor air quality, Facilities Managers have had a
positive effect on worker productivity and performance,
as well as decreased the adverse health effects related
to sick building syndrome.

17. Studies have shown that by taking steps to improve
indoor air quality, Facilities Managers have had a
positive effect on worker productivity and performance,
as well as decreased the adverse health effects related
to sick building syndrome.

18. A Facilities Manager’s role may well be under the
radar, but that’s not to say it doesn’t make an
impact…

19. A Facilities Manager’s role may well be under the
radar, but that’s not to say it doesn’t make an
impact…
“An improved working environment has been
shown to reduce complaints, absenteeism and, at
the same time, increase productivity.”
(Roelofsen, 2002)

20. Facilities Managers have also been reputed to play
a part in reducing employee disengagement.
(Pech and Slade, 2006)

21. It is argued that the focus is on symptoms of
disengagement such as distraction, lack of interest,
poor decisions and high absence, rather than the root
causes.

22. It is argued that the focus is on symptoms of
disengagement such as distraction, lack of interest,
poor decisions and high absence, rather than the root
causes.
The working environment, of which an FM has
control of, is believed to be a key root cause in
employee engagement or disengagement.

23. The FM role can have a surprisingly large effect on
the psyche of your employees; workplace satisfaction
has been associated with job satisfaction (Wells, 2000) and
perceptions of workplace quality have a significant
effect on building users’ psychology.

24. A reduction in the frequency of cleaning, the
removal of plants and leisure facilities or even
limiting catering options has been shown to lead to
disengagement in employees.
These are just some of the ways in which the FM
role supports the wider business.

25. The work of an FM in running a smooth ship and
creating a pleasant environment helps your
company boost its image.

26. Success is linked to hard work, but 76% of office
workers have also said the perception of success is
linked with office environment.
Facilities Management staff play a major part in
creating the office environment and in turn help
boost company respectability when clients visit.

27. Without an experienced FM position, your organisation
could succumb to unhealthy and/or unsafe working
conditions, ineffective air conditioning and poor layout,
creating an uncomfortable, potentially dangerous
environment for workers and visitors alike – not to
mention an expensive one.

28. The role of a Facilities Manager is often overlooked -

29. The role of a Facilities Manager is often overlooked -
the first to receive the blame if any accidents take
place and the last to be credited for their efforts –

30. The role of a Facilities Manager is often overlooked -
the first to receive the blame if any accidents take
place and the last to be credited for their efforts –
but take comfort in the fact you are having an effect
on the company as a whole.